DOCSLIB.ORG

Spreads LUKOIL Group 2019 Sustainability Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Spreads LUKOIL Group 2019 Sustainability Report LUKOIL GROUP SUSTAINABILITY REPORT FOR 2019 RESPONSIBLE energy CONTENTS 2 MESSAGE FROM 4 LUKOIL’S ACTIONS 6 BUSINESS MODEL 8 GEOGRAPHY THE PRESIDENT DRIVEN BY THE COVID-19 OF PRESENCE OF PJSC LUKOIL PANDEMIC Interactive version of Sustainability Report of LUKOIL Group for 2019 10 SUSTAINABILITY 12 MATERIAL TOPICS 14 OUR CONTRIBUTION 16 ABOUT STRATEGY AND ISSUES TO THE UN SUSTAINABLE THE REPORT OF LUKOIL GROUP OF THE REPORT DEVELOPMENT GOALS IN 2019 18 ABOUT THE COMPANY: HIGHLIGHTS OF THE YEAR 20 CORPORATE GOVERNANCE 100 ENVIRONMENTAL PROTECTION 103 Environmental safety program 23 Sustainability and climate change management 106 Water 31 Risk management 34 Ethics and statutory compliance 114 Emissions 35 Human rights 117 Waste 39 Stakeholder engagement 120 Biodiversity conservation Case study. Biodiversity conservation program 44 Supply chain 122 in Uzbekistan 124 OUR EMPLOYEES 46 CLIMATE CHANGE 128 Leadership philosophy 131 Employment and diversity 49 Context: Climate change as our common challenge 132 Social policy 53 Approaches to managing climate change issues 135 Training and development 56 Goals and indicators 58 Energy conservation 64 Renewable Energy Sources 138 SOCIETY 66 Reduction of emissions 141 Product quality and customer relations 144 External social policy priorities 152 Supporting indigenous minorities of the North 68 SAFETY 72 Integrated HSE management system 78 Occupational safety 87 Pipeline reliability and emergency preparedness 92 Case study. The Komi Republic 154 CONCLUSION 96 Case study. Safety of the Arctic Zone, northern territories and offshore facilities 99 Information security 156 APPENDIX w WWW.LUKOIL.COM ABOUT CORPORATE CLIMATE SAFETY ENVIRONMENTAL OUR SOCIETY THE COMPANY GOVERNANCE CHANGE PROTECTION EMPLOYEES MESSAGE FROM THE PRESIDENT OF PJSC LUKOIL The sustainable development management system changed We continue to enhance production safety standards We continue long-term programs to support the territories significantly in the reporting year, with the leading role in all the countries where LUKOIL operates. This covers where we operate and the indigenous minorities for enhancement of LUKOIL Group activities in this area given the occupational safety of our employees and contractors, of the North. The most successful programs, such as the Social to the Strategy, Investment and Sustainability Committee improving the reliability of technological systems and Cultural Projects Competition, include not only Russia of the Board of Directors of PJSC LUKOIL. All issues and equipment, and environmental protection. In 2019 but also the foreign countries where LUKOIL has a presence. on sustainability reviewed at the Board of Directors undergo we continued preparation for transitioning to the new preliminary preparation and discussion in that Committee. international standard ISO 45001:2018, which expanded Our 10th Sustainability Report is being released at a time the requirements for elaborating safety management systems. when the global community is taking its first steps to recover Last year’s results demonstrated a 3.3% decrease in direct GHG We are also stepping up work with contractors in this area. from the COVID-19 virus pandemic. At LUKOIL, we took emissions and almost a twofold decrease in methane emissions prompt measures to protect the health of employees, while in Russia compared to the baseline of 2016, when the first All LUKOIL Group entities continually analyze occupational our plants and filling stations continued working to support target for reducing greenhouse gas emissions for Russian safety indicators, and make maximum efforts to strengthen the economy of regions and countries where we operate. entities was set. Importantly, we managed to achieve this goal measures aimed at preventing injuries. Also, state-of-the- The pandemic has proved how important it is to address while at the same time increasing hydrocarbon production art technologies are being introduced to boost the level a wide range of global problems, including issues relating and refining volumes. The Company also implemented of industrial safety. to sustainable development, and thereby to increase society’s measures to reduce the impact of climate change in its foreign “immunity” to all challenges that may arise. entities. For example, in 2019 the largest LUKOIL gas projects The decrease in basic injury rates among LUKOIL employees in Uzbekistan saw a drop in greenhouse gas emissions of 10.9% and among our contractors in the last five years demonstrates compared to 2018. the effectiveness of our efforts. These results were achieved due to investments Another achievement of the Company has been a continuous in the modernization and construction of production reduction in oil and petroleum product spills in Russia Vagit Alekperov facilities and infrastructure, as well as the implementation in the past three years – and in 2019 this figure fell by half President, Chairman of the Management of targeted corporate programs. Consequently, the efficient compared to the previous year. Committee of PJSC LUKOIL Dear readers! use of associated petroleum gas (APG) reached 97.6% across all LUKOIL Group production entities, which is close Furthermore, as a result of the implementation Our Company continues to evolve in accordance with the UN to the technological maximum. As a result of modernization of the Environmental Safety Program we reduced pollutant Sustainable Development Goals, which we do not see as being projects and energy efficiency measures, the Energy Intensity emissions, ensured the disposal of all waste generated, distant prospects, but they rather form the basis of our daily Index of our refineries is steadily improving. Oil and gas and reduced the amount of waste accumulated in entities work. production entities are implementing a program for transitioning prior to their joining LUKOIL Group. The Company to energy efficient pumping equipment. Hence, energy is expanding its participation in biodiversity conservation The 2019 reporting year was successful for the Company consumption for production needs is being reduced annually. projects: together with the Ministry of Natural Resources in terms of operational and financial results. And no less of the Russian Federation and the WWF-Russia Environmental significant was that we also took specific steps to overhaul We participate in global industry-specific initiatives Fund, we have launched a joint saiga antelope conservation our system for managing climate change issues. The Board aimed at mitigating the impact of oil and gas companies project in Southern Russia. of Directors of PJSC LUKOIL made important decisions on the climate. Since 2018 LUKOIL has participated in the “Zero to facilitate mitigation of climate change, including setting Routine Flaring by 2030” World Bank initiative, and currently We are increasing the scope of education programs quantitative targets to reduce greenhouse gas emissions we are implementing two infrastructure building projects for our employees through the use of modern distance- and conducting inventories of sources of direct and indirect at our fields for APG collection and utilization. learning tools, which have become especially important during emissions. Assessment of the impact of climate change the coronavirus pandemic. In 2019 LUKOIL employees spent on production facilities and infrastructure in the Arctic about two million hours using distance training in corporate and permafrost zones is planned. programs. 2 3 WWW.LUKOIL.COM ABOUT CORPORATE CLIMATE SAFETY ENVIRONMENTAL OUR SOCIETY THE COMPANY GOVERNANCE CHANGE PROTECTION EMPLOYEES LUKOIL’S ACTIONS DRIVEN BY THE COVID-19 PANDEMIC During the preparation of this Report months (a portion of specialists involved management, psychological resilience Saratov, Sverdlovsk, Tyumen, In the Perm Territory, LUKOIL-PERM The above measures do not represent in March 2020, the COVID-19 pandemic in the West Qurna-2 project had during the lockdown period and other Chelyabinsk, Orenburg and Samara arranged for 3 meals per day free-of- by any means an exhaustive list was already beginning to spread returned home before the active stage topics were held, and employees regions, as well as in the republics charge to be delivered to the workplaces of measures actually taken by LUKOIL globally affecting many countries, of the pandemic began). At distant experiencing unusual stress were given of Tatarstan, Bashkortostan, Karelia, of the medical staff of the Perm entities, our charity fund and President including Russia. production facilities, the Company the opportunity to obtain the advice Udmurtia and in the Khanty- Territorial Clinical Infectious Hospital. of PJSC LUKOIL V.Yu. Alekperov. arranged for the transportation of psychologists remotely. Mansi Autonomous Area – Yugra. Over 400 sets of protective equipment We will continue providing help Shortly after the first notifications of employees to local healthcare centers In the Khanty-Mansi Autonomous and portable radio sets to facilitate as required to countries and regions regarding the growing threat when required. To unite and consolidate all Area – Yugra, we also remitted cash communication between specialists where we operate, thus further of large-scale infection, LUKOIL employees, a special “MYVMESTE” funds to the Regional Development of the infectious department and those consolidating the ties between took measures to protect the health Because of the ongoing nature (“We are in this together”) channel Fund to combat the spread of infection.
Load more

Recommended publications
  • The Ineffectiveness of a Multinational Sanctions Regime Under
    Florida International University FIU Digital Commons FIU Electronic Theses and Dissertations University Graduate School 6-29-2011 The neffecI tiveness of a Multinational Sanctions Regime Under Globalization: The aC se of Iraq Manuel De Leon Florida International University, [email protected] DOI: 10.25148/etd.FI11081006 Follow this and additional works at: https://digitalcommons.fiu.edu/etd Recommended Citation De Leon, Manuel, "The neffeI ctiveness of a Multinational Sanctions Regime Under Globalization: The asC e of Iraq" (2011). FIU Electronic Theses and Dissertations. 463. https://digitalcommons.fiu.edu/etd/463 This work is brought to you for free and open access by the University Graduate School at FIU Digital Commons. It has been accepted for inclusion in FIU Electronic Theses and Dissertations by an authorized administrator of FIU Digital Commons. For more information, please contact [email protected]. FLORIDA INTERNATIONAL UNIVERSITY Miami, Florida THE INEFFECTIVENESS OF MULTILATERAL SANCTIONS REGIMES UNDER GLOBALIZATION: THE CASE OF IRAQ A dissertation submitted in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY in POLITICAL SCIENCE by Manuel De Leon 2011 To: Dean Kenneth Furton College of Arts and Sciences This dissertation, written by Manuel De Leon, and entitled The Ineffectiveness of Multilateral Sanctions Regimes Under Globalization: The Case of Iraq, having been approved in respect to style and intellectual content, is referred to you for judgment. We have read this dissertation and recommend that it be approved. _______________________________________ Mohiaddin Mesbahi _______________________________________ Dario Moreno _______________________________________ Astrid Arraras _______________________________________ Ronald W. Cox, Major Professor Date of Defense: June 29, 2011 The dissertation of Manuel De Leon is approved.
    [Show full text]
  • Negativliste. Fossil Energi
    Bilag 6. Negativliste. Fossil energi Maj 2017 Læsevejledning til negativlisten: Moderselskab / øverste ejer vises med fed skrift til venstre. Med almindelig tekst, indrykket, er de underliggende selskaber, der udsteder aktier og erhvervsobligationer. Det er de underliggende, udstedende selskaber, der er omfattet af negativlisten. Rækkeetiketter Acergy SA SUBSEA 7 Inc Subsea 7 SA Adani Enterprises Ltd Adani Enterprises Ltd Adani Power Ltd Adani Power Ltd Adaro Energy Tbk PT Adaro Energy Tbk PT Adaro Indonesia PT Alam Tri Abadi PT Advantage Oil & Gas Ltd Advantage Oil & Gas Ltd Africa Oil Corp Africa Oil Corp Alpha Natural Resources Inc Alex Energy Inc Alliance Coal Corp Alpha Appalachia Holdings Inc Alpha Appalachia Services Inc Alpha Natural Resource Inc/Old Alpha Natural Resources Inc Alpha Natural Resources LLC Alpha Natural Resources LLC / Alpha Natural Resources Capital Corp Alpha NR Holding Inc Aracoma Coal Co Inc AT Massey Coal Co Inc Bandmill Coal Corp Bandytown Coal Co Belfry Coal Corp Belle Coal Co Inc Ben Creek Coal Co Big Bear Mining Co Big Laurel Mining Corp Black King Mine Development Co Black Mountain Resources LLC Bluff Spur Coal Corp Boone Energy Co Bull Mountain Mining Corp Central Penn Energy Co Inc Central West Virginia Energy Co Clear Fork Coal Co CoalSolv LLC Cobra Natural Resources LLC Crystal Fuels Co Cumberland Resources Corp Dehue Coal Co Delbarton Mining Co Douglas Pocahontas Coal Corp Duchess Coal Co Duncan Fork Coal Co Eagle Energy Inc/US Elk Run Coal Co Inc Exeter Coal Corp Foglesong Energy Co Foundation Coal
    [Show full text]
  • Argus Nefte Transport
    Argus Nefte Transport Oil transportation logistics in the former Soviet Union Volume XVI, 5, May 2017 Primorsk loads first 100,000t diesel cargo Russia’s main outlet for 10ppm diesel exports, the Baltic port of Primorsk, shipped a 100,000t cargo for the first time this month. The diesel was loaded on 4 May on the 113,300t Dong-A Thetis, owned by the South Korean shipping company Dong-A Tanker. The 100,000t cargo of Rosneft product was sold to trading company Vitol for delivery to the Amsterdam-Rotter- dam-Antwerp region, a market participant says. The Dong-A Thetis was loaded at Russian pipeline crude exports berth 3 or 4 — which can handle crude and diesel following a recent upgrade, and mn b/d can accommodate 90,000-150,000t vessels with 15.5m draught. 6.0 Transit crude Russian crude It remains unclear whether larger loadings at Primorsk will become a regular 5.0 occurrence. “Smaller 50,000-60,000t cargoes are more popular and the terminal 4.0 does not always have the opportunity to stockpile larger quantities of diesel for 3.0 export,” a source familiar with operations at the outlet says. But the loading is significant considering the planned 10mn t/yr capacity 2.0 addition to the 15mn t/yr Sever diesel pipeline by 2018. Expansion to 25mn t/yr 1.0 will enable Transneft to divert more diesel to its pipeline system from ports in 0.0 Apr Jul Oct Jan Apr the Baltic states, in particular from the pipeline to the Latvian port of Ventspils.
    [Show full text]
  • The Russian State and Russian Energy Companies in the Post-Soviet Region, 1992–2012
    Mutually supportive? The Russian State and Russian Energy Companies in the Post-Soviet Region, 1992–2012 By Ingerid Maria Opdahl A thesis submitted to The University of Birmingham For the degree of DOCTOR OF PHILOSOPHY Centre for Russian, European and Eurasian Studies Department of Political Science and International Studies School of Government and Society College of Social Sciences University of Birmingham May 2015 University of Birmingham Research Archive e-theses repository This unpublished thesis/dissertation is copyright of the author and/or third parties. The intellectual property rights of the author or third parties in respect of this work are as defined by The Copyright Designs and Patents Act 1988 or as modified by any successor legislation. Any use made of information contained in this thesis/dissertation must be in accordance with that legislation and must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the permission of the copyright holder. Abstract This thesis investigates relations between five Russian energy companies – RAO UES/Inter RAO (electricity), Minatom/Rosatom (nuclear energy), Lukoil (oil), Transneft (oil pipelines) and Gazprom (gas) – and the Russian state from 1992 to 2012, with particular regard to state–company interaction over Russian foreign policy and companies’ activities in the post-Soviet region. The argument is that, due to the institutional legacies of the Soviet system, state–company interaction over foreign policy and energy operations abroad was part of their interaction over the Russian state’s institutional development. The study is based on the conceptual framework of social orders developed by North, Wallis and Weingast (NWW).
    [Show full text]
  • Russia's Foreign Policy: the Internal
    RUSSIA’S FOREIGN POLICY FOREIGN RUSSIA’S XXXXXXXX Andemus, cont? Giliis. Fertus por aciendam ponclem is at ISPI. omantem atuidic estius, nos modiertimiu consulabus RUSSIA’S FOREIGN POLICY: vivissulin voctum lissede fenducient. Andius isupio uratient. THE INTERNAL- Founded in 1934, ISPI is Actu sis me inatquam te te te, consulvit rei firiam atque a an independent think tank committed to the study of catis. Benterri er prarivitea nit; ipiesse stiliis aucto esceps, INTERNATIONAL LINK international political and Catuit depse huiumum peris, et esupimur, omnerobus economic dynamics. coneque nocuperem moves es vesimus. edited by Aldo Ferrari and Eleonora Tafuro Ambrosetti It is the only Italian Institute Iter ponsultorem, ursultorei contern ultortum di sid C. Marbi introduction by Paolo Magri – and one of the very few in silictemqui publint, Ti. Teatquit, videst auderfe ndiissendam Europe – to combine research Romnesidem simaximium intimus, ut et; eto te adhui activities with a significant publius conlostam sultusquit vid Cate facteri oriciamdi, commitment to training, events, ompec morterei iam pracion tum mo habem vitus pat veri and global risk analysis for senaributem apecultum forte hicie convo, que tris. Serum companies and institutions. pra intin tant. ISPI favours an interdisciplinary Bonertum inatum et rem sus ilicaedemus vid con tum and policy-oriented approach made possible by a research aur, conenit non se facia movere pareis, vo, vistelis re, crei team of over 50 analysts and terae movenenit L. Um prox noximod neritiam adeffrestod an international network of 70 comnit. Mulvis Ahacciverte confenit vat. Romnihilii issedem universities, think tanks, and acchuiu scenimi liescipio vistum det; hacrurorum, et, research centres.
    [Show full text]
  • Kandym Gas Field Development
    Kandym Gas Field Development Environmental Impact Assessment May 18, 2011 Prepared by: LUKOIL Uzbekistan Operating Company 1, A. Khodjaev str., Tashkent 100027, Republic of Uzbekistan Contents 1. Executive Summary ................................................................................................ 1 2. Legal framework ..................................................................................................... 4 2.1 Legislation ............................................................................................................... 4 2.2 Institutional framework .......................................................................................... 10 2.3 PSA Environment Protection Requirements ......................................................... 11 2.4 Requirements to EIA Procedure ........................................................................... 15 2.5 Environmental Standards ...................................................................................... 16 3. Project Description ................................................................................................ 19 4. Description of environmental conditions ............................................................... 36 4.1 Topography and Geology ..................................................................................... 37 4.2 Desertification ....................................................................................................... 38 4.3 Climate .............................................................................................................
    [Show full text]
  • Geo-Economics in Central Asia And
    The Central Asia Observatory (OAC) was established in 2007 by three Spanish institutions involved in the area: Casa Asia, CIDOB and the Elcano Royal Institute. Geo‐Economics in Central Asia and the ‘Great Game’ of Natural Resources: Water, Oil, Gas, Uranium and Transportation Corridors (WP) Miguel Á. Pérez Martín Area: Asia – Pacific / Central Asia Observatory Working Paper 59/2009 (Translated from Spanish) 19/4/2010 Elcano Royal Institute Madrid – Spain www.realinstitutoelcano.org/wps/portal/rielcano_eng 1 The Central Asia Observatory (OAC) was established in 2007 by three Spanish institutions involved in the area: Casa Asia, CIDOB and the Elcano Royal Institute. Geo‐Economics in Central Asia and the ‘Great Game’ of Natural Resources: Water, Oil, Gas, Uranium and Transportation Corridors (WP) Miguel Á. Pérez Martín* Summary This Working Paper describes and analyses Central Asia from the standpoint of geo‐ economics, focusing especially on key questions in the region such as water, logistics, the direction of trade flows, hydrocarbons (oil and gas) and uranium. Its purpose is to estimate the involvement of the great powers and multinational companies in connection with these issues, assessing which countries or companies have the greatest presence or influence and showing how some of these players, especially Russia, play a dominant role in what some analysts have called the new ‘Great Game’. (1) Introduction1 For almost 200 years Central Asia was subjected to the plans and designs of Russia in its two versions of domination: the Tsars and the Soviets. In 1991, the dissolution of the USSR marked a new turning point in the political and economic life of the various peoples inhabiting Central Asia.
    [Show full text]
  • DEVELOPMENT LUKOIL Group Sustainability Report
    years OF SUSTAINABLE DEVELOPMENT LUKOIL Group Sustainability Report for 2020 Sustainability Report for 2020 LUKOIL Group 2020 LUKOIL for Report Sustainability 30 YEARS OF SUSTAINABLE We have defined LUKOIL’s next mission in the context of a global energy transformation as a “responsible hydrocarbon producer”. We believe DEVELOPMENT2 Message from the President 119 OUR EMPLOYEES that considering LUKOIL’s competitive of PJSC LUKOIL 4 30 years of sustainable development 123 Our goals advantages, the best we can do is to 6 Business model 124 Protecting workers during continue to supply the world economy 8 Geography the coronavirus pandemic 10 Strategic goals of LUKOIL Group regarding 126 Employment relations with the most efficient fossil energy sustainable development 129 Personnel characteristics resources, while at the same time 12 Material topics and issues of the Report 132 Social policy 136 Training and Development focusing on reducing the carbon 14 Our contribution to the UN Sustainable Development Goals in 2020 footprint of their production. 16 About the Report 139 SOCIETY 18 About the Company: highlights of the year 142 Product quality and customer relations Vagit Alekperov 146 External social policy priorities 21 SUSTAINABLE DEVELOPMENT 155 Supporting indigenous minorities MANAGEMENT of the North President, Chairman of the Management Committee 25 Message from the Chairman of PJSC LUKOIL of the Strategy, Investment, Sustainability 156 CONCLUSION and Climate Adaptation Committee 27 Management System 33 Ethics and Human Rights 157 APPENDICES 37 Stakeholder engagement 157 Appendix 1. 40 Principles of sustainable development LUKOIL Group’s structure in production projects outside Russia 160 Appendix 2. 42 Supply chain Identification of material topics of the Report 44 Technologies 162 Appendix 3.
    [Show full text]
  • Russia and Iran: Economic Influence in Syria
    Research Paper Sinan Hatahet Middle East and North Africa Programme | March 2019 Russia and Iran: Economic Influence in Syria Russia and Iran: Economic Influence in Syria Summary • Russia and Iran, the two main military allies and enablers of the Syrian regime, are engaged in competition over access to the Syrian economy, with a particular focus on opportunities to obtain reconstruction contracts. • In addition to lines of credit and the supply of vital strategic products, Russia and Iran are pursuing a larger role in the Syrian economy by agreeing investment contracts for their major companies and conglomerates. • Moscow and Tehran seek partial compensation for their military interventions in Syria, and both adopt an opportunity-based approach to the Syrian market. • Russia demands unconditional international support for the reconstruction of Syria to stabilize the security of the country and to allow the return of refugees. Moscow also perceives reconstruction as an opportunity to facilitate the international and regional rehabilitation of Bashar al-Assad. • Russia and Iran have built up alliances with local businessmen in Syria, and each country has established a business council to support and boost these relationships. The key sectors targeted by Russian and Iranian companies include oil and gas, electricity, agriculture, tourism and real estate. • Assad constantly seeks to enlarge his own margin for manoeuvre by manipulating the interests of his allies. In addition to his ongoing efforts to re-establish his authority, Assad also astutely manages Syria’s economic interests on a case-by-case basis to maximize revenues. • Contracting Russian private companies comes at a lower political cost to Syria than allowing Tehran to further expand in key sectors of the Syrian economy.
    [Show full text]
  • Appendices Lukoil Group's Struc Share of More Than
    APPENDIX 1. LUKOIL GROUP’S STRUCTURE AS PER IFRS (PJSC LUKOIL SHARE OF MORE THAN 50%) Sustainability Report for 2020 LUKOIL Group APPENDICES Appendix 1. LUKOIL Group’s structure as per IFRS (PJSC LUKOIL share of more than 50%) Russia Exploration and production Transportation business sector Oil and Gas Production in Russia business sector LLC LUKOIL-Trans LLC LUKOIL-AIK LLC Varandey Terminal SP Neftestroy LLC LUKOIL-Varandey-AVIA LLC LUKOIL-West Siberia LLC RPK-Vysotsk LUKOIL-II LLC ChumpassNefteDobycha LLC LUKOIL-KNT LLC LUKOIL EPU Service JSC LUKOIL-Chernomorye LLC LUKOIL-Kaliningradmorneft Oil Product Supply in Russia business sector LLC UTTiST LLC LUKOIL-Rostovnefteprodukt LLC LUKOIL-Komi LLC LUKOIL-Severo-Zapadnefteprodukt LLC LUKOIL-Nizhnevolzhskneft LLC LUKOIL-Uralnefteprodukt LLC LUKOIL-Nizhnevolzhskneft-Kalmykiya LLC LUKOIL-Tsentrnefteprodukt LLC LUKOIL-Perm LLC LUKOIL-Yugnefteprodukt LLC UralOil LLC LICARD (LUKOIL-Inter-Card) LLC Perm-Invest Other entities related to Refining, Marketing and Distribution business segment LLC RITEK LLC INTESMO LLC NK Yugranefteprom LLC LUKOIL-KGPZ LLC TURSUNT LLC LUKOIL MarinBunker LLC LUKOIL-Engineering JSC Morskoye Agentstvo Novotorik JSC Lychakgeologiya LLC Donbunker JSC Nizhnechirskgeologiya LLC LUKOIL-AVIA LLC Sports and Cultural Complex LLC LLK-International LLC Talinskoye LLC LLK Marin Rus Refining, Marketing and Distribution LLC LUKOIL-AERO Oil Refining in Russia business sector LLC LUKOIL-AERO-Domodedovo LLC LUKOIL-Volgogradneftepererabotka LLC LUKOIL-AERO-Zapad LLC LUKOIL-Nizhegorodnefteorgsintez
    [Show full text]
  • The Oil and Gas Sector in Transition [EBRD
    Regional: The Oil and Gas Sector in Transition: Challenges and the role of the EBRD – Energy Operations Policy May 2005 Prepared by Julian Lee Senior Energy Analyst Centre for Global Energy Studies Under Contract Number C14382 TABLE OF CONTENTS Contents 2 Abbreviations and defined terms 3 Executive summary 4 1 Introduction 6 1.1 Background to this report 6 1.2 Scope of this report 7 2 Changes in the oil and gas sector 9 2.1 Changes in the international energy sector 1999-2005 9 2.1.1 Soaring oil and gas prices 10 2.1.2 China’s energy demand 11 2.1.3 Oil’s share of primary energy demand 12 2.1.4 The growing importance of gas in Europe 13 2.1.5 Hydropower struggles to keep pace 14 2.1.6 A shift in demand to lighter. Cleaner products 15 2.2 The impact of higher oil prices on the Bank’s countries of operation 16 2.3 The changing structure of the Russian oil and gas industry 19 2.3.1 The Russian oil industry 19 2.3.2 The Russian gas industry 22 2.4 Changes in the oil and gas sectors of the Caspian Sea Region countries 26 2.4.1 Azerbaijan 26 2.4.2 Kazakhstan 27 2.4.3 Turkmenistan 28 2.4.4 Uzbekistan 30 2.4.5 State-owned companies in the Caspian Sea Region countries 31 2.5 Oil and gas transportation in Russia, the FSU and Central and Eastern Europe 31 2.6 Oil refining 36 2.7 Regional relations 39 2.7.1 Avoiding transit countries 39 2.7.2 Alternative sources of supply 40 2.7.3 Cross-border oil and gas projects 41 3 Possible areas of operation for the EBRD in the upstream oil and gas sectors of the FSU 42 3.1 Russian oil and gas exploration/extraction
    [Show full text]
  • EDB Eurasian Integration Yearbook 2009
    Munich Personal RePEc Archive EDB Eurasian Integration Yearbook 2009 Vinokurov, Evgeny Eurasian Development Bank July 2009 Online at https://mpra.ub.uni-muenchen.de/20917/ MPRA Paper No. 20917, posted 25 Feb 2010 08:09 UTC Eurasian Integration Yearbook 2009 An annual publication of the Eurasian Development Bank ББК 65.9(2)8 Е91 Eurasian Integration Yearbook 2009. – Almaty, 2009. – p. 324 ISBN 978-601-7151-01-0 An annual publication of the Eurasian Development Bank Edited by Evgeny Vinokurov The Eurasian Development Bank is an international financial institution established to promote economic growth and integration processes in Eurasia. The Bank was founded by the intergovernmental agreement signed in January 2006 by the Russian Federation and the Republic of Kazakhstan. In December 2008, The Council of the Eurasian Development Bank approved the entrance of Armenia, Belarus and Tajikistan to the Bank. In April 2009 Armenia has completed all the admission procedures and became the third full member of the Bank. The Agreement on Establishing the Eurasian Development Bank has come into force for Belarus and Tajikistan. Both countries are in the process of finalising the required admission procedures. The Kyrgyz Republic is in the process of obtaining the inter-ministerial clearance on issues related to joining the EDB. Electric power, water and energy, transportation infrastructure and high-tech and innovative industries are the key areas for Bank’s financing activity. As part of its mission the Bank carries out extensive research and analysis of contemporary development issues and trends in the region, with particular focus on Eurasian integration. The Bank also hosts regular conferences and round tables addressing various aspects of integration.
    [Show full text]